The holistic detective hunt for great tech culture - QConlondon 2017
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Making the case for leadership and culture as priorities for great tech teams and organisations
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The holistic detective hunt for great tech culture - QConlondon 2017
- 1. The holistic detective hunt for great tech culture
- 2. Which path to a great tech culture?
- 11. Interactive!!!
- 12. Who has definitely experienced 1. A “not so great” team?
- 13. Who has definitely experienced 1. A not so great team? 2. An awesome team?
- 14. Blame Dissent
- 18. Left Right
- 19. Think the left team is likely to be the better team?
- 21. Are you pushing “method A” or Are you pushing great behaviours ?
- 22. My own leadership role
- 23. Started my detective hunt - holistically
- 24. I ran hard but …
- 27. The next 30 Minutes to consider this puzzle
- 28. Doug Talbot Douglas.Talbot@Ocado.com @douglastalbot Head of Organisational Effectiveness
- 29. Who is Ocado? Ocado is the world’s largest dedicated online grocery retailer We have 580,000 active shoppers And 50,000 SKUs in our webshop Over 50 miles of conveyors across two large distribution centres 230,000 orders a week ‘picked’ 3 million routing calculations per second
- 30. What Ocado Technology does (1) Cloud and AI (2) Automation and robotics (3) Big Data and IoT (4) Web and mobile development (5) Distributed computing
- 31. What Ocado Technology does
- 32. “Catalysts” – Mission Support our people to create a Great Organisation, of Great Teams, creating Great Products
- 33. Catalysts Team Diversity - Coaching - Lean and Agile - Psychology - Tech - Maths Challenge thinking Catalyse change • Micro • Macro
- 34. What are the keys to a great tech culture?
- 35. Great - Intensity and Achievement significantly above average Technology - Knowledge workers, co-dependent on and dedicated to the same task Culture - Behaviours and patterns exhibited
- 36. Let’s start with teams
- 37. What are your top 3 attributes of an Awesome Team? 1st
- 38. Who had a majority of attitudes, behaviours & environment?
- 39. Who had a majority of skills and practices?
- 40. Who had an even mix of both attitudes and behaviours & skills and practices
- 41. Great teams = fn(Behaviours, Leadership) Behaviours > Skill & Practices Leadership > Skill & Practices
- 42. Evidence
- 44. Difference between Great and Average
- 45. Learning from research “But one particular factor unexpectedly turned out to be more powerfully associated with team effectiveness than anything else we assessed: peer coaching, the degree to which team members taught, helped, and learned from one another.” Richard J Hackman, Collaborative Intelligence Peer coaching
- 46. Motivation • Autonomy • (Self determination) • Mastery • Purpose • (Connectedness)
- 47. “Control leads to compliance; autonomy leads to engagement.” ― Daniel H. Pink Simon, Houghton, Gurney (1999). Succeeding at internal corporate venturing: roles needed to balance autonomy and support. Journal of Applied Management Studies, 8, 145-159. “Human beings have an innate inner drive to be autonomous, self-determined, and connected to one another. And when that drive is liberated, people achieve more” ― Daniel H. Pink, Drive: The Surprising Truth About What Motivates Us Gagne, Deci (2005). Self-determination theory and work motivation. Journal of Organizational Behavior, 26, 331-362
- 48. "Real teams are bounded social systems whose members are interdependent for a shared purpose, and interact as a unit... in achieving that purpose (Alderfer, 1977)" - Knowledge teams with a shared purpose are more effective. "Even if a work team has clear, engaging direction, its performance can go sour if it has insufficient organizational support (Richard Walton, 1985)" - Importance of external support for teams to succeed.
- 49. • Trust • Peer coaching • Collaboration • Commitment • Growth mindset • Achievement • Purpose / Intent • Clarity • Inspiration • Empowered Autonomy Leader drivenTeam driven Key success criteria for great tech culture
- 50. Why it matters to you!
- 51. Trust Peer coaching Collaboration Commitment Growth mindset Achievement Team driven Key success criteria for great tech culture You are part of a team!
- 52. Purpose / Intent Clarity Inspiration Empowered Autonomy Leader driven Key success criteria for great tech culture You probably provide leadership too!
- 53. Leaders need to understand and have skills to develop People, not just Efficiency
- 54. Teams
- 55. Leaders
- 56. Discuss what you could do to create higher trust and collaboration in your team(s)
- 57. Question time!
- 58. Some of what the Catalyst team has been doing to influence great tech culture
- 59. Catalyst Initiatives • Values initiative • Scrapped annual appraisals in favour of peer feedback and great 1-1s with line managers on personal and professional development • Leadership training • Promotions model changed to data driven behavioural and influence assessment • Recruitment changed to match (situational and behavioural) • Peer feedback 360s and feedback training • Measuring Organisational outcomes (Lead time, Culture, Failure demand, Throughput) • Product Organisation structuring
- 60. Why those? - A thought model
- 68. 1. Leadership 2. System 3. Process 4. Practices 3. Efficiency 2. Effectiveness 1. People Thought Model
- 69. Initiatives • Leadership Understanding • Values and Feedback • Flow Efficiency & Measurement
- 70. Initiative - Leadership understanding great tech culture
- 71. 1. Leadership 2. System 3. Process 4. Practices 3. Efficiency 2. Effectiveness 1. People Thought Model – Leadership understanding
- 72. Avoid the gravity effect
- 73. Visionar y Constraints Participative Leadership Clarity Intent Purpose Trust Collaboration Growth
- 74. Workshops What makes a great org What makes a great team What makes a great leader How can they make this happen & Leadership dens to reinforce – ETSY copy (Wendy Robinson LKCE15)
- 75. Initiative - Values and Feedback
- 76. 1. Leadership 2. System 3. Process 4. Practices 3. Efficiency 2. Effectiveness 1. People Thought Model – Values and Feedback
- 77. What values?
- 78. What are we proud of?
- 79. What do we want in our future to make a great organisation? Collaboration
- 80. We check, so we have data on progress
- 82. Learning from research “But one particular factor unexpectedly turned out to be more powerfully associated with team effectiveness than anything else we assessed: peer coaching, the degree to which team members taught, helped, and learned from one another.” Richard J Hackman, Collaborative Intelligence Why feedback?
- 83. No feedback Delivery feedback Retros Behavioural & professional feedback Peer feedback Participative & visionary leadership Peer coaching SOCIAL CONNECTEDNES S TRUST HIGHLY PRODUCTIVE TEAMS CREATIVITY & INNOVATIONStep 0 Step 1 Step 2 Step 3 Behaviours Outcomes
- 84. Version 11
- 85. Helping our people speak up and grow
- 87. Involve the Teams! Trust Peer coaching Collaboration Commitment Growth mindset Achievement
- 88. Great tech culture = fn(Behaviours, Leadership) Behaviours > IQ & Skill Leadership > IQ & Skill
- 89. Leadership at all levels => Creates a System => Creates a great Culture
- 90. It’s more Complex than you can imagine, Research it!